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Three Roles Of General Manager In Training Core Talents

2011/7/27 14:19:00 48

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China is experiencing an era of comprehensive pformation of economic development mode. Along with economic pformation, China's human capital market also calls for the change of value structure. From "labor shortage" to "shortage of personnel", it reflects the thirst for talents and the importance of human resources in the rapid development of enterprises.

In the era of upgrading, what kind of personnel strategy is needed in human resource management?

Recently, at the forum of "2011 China human resources development and management" jointly held by the strategic planning consulting company and the Secretary General of South China University of Technology, Li Min, Professor of South China University of Technology, takes the management method of Welch and Welch as an example, vividly illustrates the idea that the cultivation of core talents should be valued from the top level.

She proposed 3 things that general managers must do for talent management: first, set up a talent selection system.

In the process of personnel training, managers must establish culture and establish a selection system. This is the general manager's main responsibility, others are only auxiliary, only the general manager can make such a decision.

Secondly, we are good at making bole, and we must seize every opportunity to discover talents.

Finally, we must be a coach, pay attention to training and consciously go.

Training backup

Talent, so that when the need for talent, these capable officers promoted.

Li Min once investigated a Foshan enterprise founded in 1992 and communicated with the boss of the enterprise. First, it was very short of executives.

Second, there is a lack of correct understanding of talent selection in enterprises.

Third, the way to choose a boss is to ask friends to help find someone, which will eventually lead to talent leaving soon, because different ideas require time to run in.

In 1998, she plated an English article, and talked about the fact that Western multinationals hardly worry about being picked up.

For example, if a marketing director is taken away, it will take 1-3 years for the new company to run in with the company's culture and team.

And the new director will naturally adapt to it after a period of running in.

And there is a human resource reserve system inside the company. After one person walks, there are second echelon and third tier talents to choose from.

Li Min believes that the general manager needs to make three decisions in training core talents, and the first is to set up talent selection.

Culture system

。

"This system must be combined with the development strategy and competitive advantage of an enterprise.

First to understand where the core competitiveness is, and then to consider what kind of talent to support the development strategy of the whole company. "

Li Min said that the Autobiography of Jack Welch recorded the experience of the former president in selecting him. The reason why his former chief executive chose him was that the black and white appliances had been brilliant for 30 or 40 years, but they could not continue to be brilliant in the 80s and 90s of last century. The production line would move to developing countries. He had to consider selecting a person with strategic thinking and decision-making style who was totally different and must have overseas experience.

The second is to make bole.

Welch said, as a general manager, every person is interviewed.

Internal staff

Or outside customers and friends, we must seize every opportunity to dig out and select suitable talents for enterprises.

This is very important. At present, the general manager always relies on the human resources department and lacks the responsibility he seeks.

If you do not cooperate with the director of human resources to find talent, the human resources department does not necessarily match the general manager's taste. Therefore, it is very important for the general manager to be a bole player.

The way of an international big company is that the former president chooses the next president, and the next president is responsible for choosing his own team. The former president will help him analyze who will cooperate well in his regular work and form complementary advantages.

Welch's predecessor president discovered that he could break through the characteristics of traditional management thinking and be very innovative before he finally chose him.

Third is to coach and attach importance to training.

At present, the training forms of many enterprises are centralized or scattered, and no training system has been formed.

Li Min also found that in the past 10-20 years, China's enterprises lacked systematic planning and a good in-service training system.

"The West emphasizes that employees should constantly observe and learn communication through on-the-job training.

For example, as a secretary to follow Wen Jiabao's inspection of the Wenchuan earthquake, we can see how Premier Wen handled all the major decisions in a fearless manner, and then compared with the Japanese earthquake, how did the Prime Minister of Japan face it, so naturally we learned a lot.

Therefore, leaders should consciously train and guide subordinates without worrying about the lack of talent.

Li Min also cited another example: Lenovo executives were selected by Liu Chuanzhi himself, and then placed in the following companies to exercise, and personally guided the work and on-site teaching training.